The document provides an overview of tools and methodologies for building inclusive and sustainable trading relationships between small-scale producers and modern markets. It introduces the LINK methodology, which uses participatory tools like value chain mapping and business model canvassing to understand market systems and design innovations. The goal is to bridge the disparate worlds of smallholder farming and emerging market opportunities in a way that promotes fairness, transparency and access to services while reducing risks for producers.
The document provides an overview of the topic of entrepreneurship education. It begins with definitions of key terms like entrepreneur, entrepreneurship, self-employment, and enterprise. It then discusses the contribution of entrepreneurship to national development, including employment creation and raising standards of living. The rest of the document outlines various sub-topics that will be covered in entrepreneurship lectures, such as the evolution of entrepreneurship, types of entrepreneurs, creativity and innovation, and financial management.
What makes some entrepreneurs succeed while others fail? Charles Tsai of Social Creatives argues that it all boils down to six best practices - or habits. These six are fundamental to creating positive change in today's world. (They also correspond to the letters in the word, SOCIAL.)
Creativity and innovation ( keys to entrepreneurial success) Sara Elhadidy
The document discusses creativity and innovation in small businesses. It defines creativity as developing new ideas and looking at problems in new ways, while innovation is applying creative solutions. Six enablers of small business innovation are identified as passion, customer connection, agility, experimentation, limited resources, and collaboration. Innovations can be reactive, proactive, revolutionary, or evolutionary. The creative process involves seven steps - preparation, investigation, transformation, incubation, illumination, verification, and implementation. Various techniques for enhancing individual and organizational creativity are also provided.
Supply chain implications and challenges for new business models within the C...Anna Aminoff
Presentation slides in Euroma Sustainability Forum 2017
Abstract: The Circular Economy concept drives innovative practices and business models targeting sustainable economic growth while increasing resource efficiency. In supply chain management literature, sustainability has been framed frequently with economic performance as main goal rather than sustainability. Our research aims at bringing together supply chain research and industrial cases inspired on circular economy. Our selected industrial cases are companies performing new ways of creating value from previously wasted materials. Our results indicate that there are significant challenges in the structure and processes of today’s supply chains. Yet, there are ways to overcome these, including close collaboration within the supply chain.
The document provides an overview of tools and methodologies for building inclusive and sustainable trading relationships between small-scale producers and modern markets. It introduces the LINK methodology, which uses participatory tools like value chain mapping and business model canvassing to understand market systems and design innovations. The goal is to bridge the disparate worlds of smallholder farming and emerging market opportunities in a way that promotes fairness, transparency and access to services while reducing risks for producers.
The document provides an overview of the topic of entrepreneurship education. It begins with definitions of key terms like entrepreneur, entrepreneurship, self-employment, and enterprise. It then discusses the contribution of entrepreneurship to national development, including employment creation and raising standards of living. The rest of the document outlines various sub-topics that will be covered in entrepreneurship lectures, such as the evolution of entrepreneurship, types of entrepreneurs, creativity and innovation, and financial management.
What makes some entrepreneurs succeed while others fail? Charles Tsai of Social Creatives argues that it all boils down to six best practices - or habits. These six are fundamental to creating positive change in today's world. (They also correspond to the letters in the word, SOCIAL.)
Creativity and innovation ( keys to entrepreneurial success) Sara Elhadidy
The document discusses creativity and innovation in small businesses. It defines creativity as developing new ideas and looking at problems in new ways, while innovation is applying creative solutions. Six enablers of small business innovation are identified as passion, customer connection, agility, experimentation, limited resources, and collaboration. Innovations can be reactive, proactive, revolutionary, or evolutionary. The creative process involves seven steps - preparation, investigation, transformation, incubation, illumination, verification, and implementation. Various techniques for enhancing individual and organizational creativity are also provided.
Supply chain implications and challenges for new business models within the C...Anna Aminoff
Presentation slides in Euroma Sustainability Forum 2017
Abstract: The Circular Economy concept drives innovative practices and business models targeting sustainable economic growth while increasing resource efficiency. In supply chain management literature, sustainability has been framed frequently with economic performance as main goal rather than sustainability. Our research aims at bringing together supply chain research and industrial cases inspired on circular economy. Our selected industrial cases are companies performing new ways of creating value from previously wasted materials. Our results indicate that there are significant challenges in the structure and processes of today’s supply chains. Yet, there are ways to overcome these, including close collaboration within the supply chain.
SOCIAL ENTREPRENEURSHIP& ITS IMPACT ON SOCIETYAkash M
This document discusses social entrepreneurship and its impacts on society. It defines social entrepreneurship as using business principles to address social, cultural, or environmental issues. Social entrepreneurs aim to promote social and environmental goals rather than being profit-centered. The document outlines the characteristics and types of social entrepreneurship, as well as its importance and impacts. It discusses how social entrepreneurship creates employment, improves health and well-being, empowers women, and supports other social causes. The document also examines the growing support system and some challenges for social entrepreneurship in India.
Ecopreneurship and social entreprenurship - business models aiming for sustai...Fredrik Björk
This document discusses the concepts of ecopreneurship and social entrepreneurship. It explores how business models can aim for sustainability and societal transition. The document outlines the history of environmentalism from the 1972 Stockholm Declaration to modern movements like Transition Towns. It defines ecopreneurs as having "Green-Green" values who vision sustainable societies. For business models to enable sustainability transitions, the document argues they must take a systemic approach balancing value, supply chains, customers and finances with dialogue and responsibility.
Summary - Circular economy course by Technical University of DelftVikas Pandey
Summary of the below 7 episodes from the course
(https://online-learning.tudelft.nl/courses/circular-economy-design-and-technology/)
Episode 1: What is the circular economy?
How can the circular economy provide solutions to the challenges our current, linear economy brings? We explore the roots of the circular economy together with experts in the fields of industrial ecology, cradle to cradle and biomimicry.
Episode 2: Business value in a circular economy
Through closed-loop supply chains and reversed logistics, new opportunities for business are created. This episode explores value creation and new business models in a circular economy.
Episode 3: Longer lasting products
The smaller the loop, the greater the profitability of the system. We look at product life extension through the eyes of designers and entrepreneurs.
Episode 4: Remanufacturing
Remanufacturing enables companies to recapture value on a product or component level. It is currently being rediscovered as a promising business opportunity. We'll explore the topic together with researchers and entrepreneurs.
Episode 5: Waste equals Food
This episode discusses how we can take inspiration from nature when redesigning the way we deal with waste. We'll present a fascinating circular case study. Can you identify opportunities for change in your own area's?
Episode 6: Thinking in systems
The shift from linear to circular should not be underestimated. This episode will discuss the extent and duration of the transition. It will also ask, is the circular economy really sustainable?
Episode 7: Giving back. Takeaways and narratives.
The thought process of the entrepreneur varies from a normal person to an extent that it functions differently. Learn about the difference, the role creativity plays, what motivates an entrepreneur and the process of transitioning from Idea to Business opportunity!
Also get an insight why business fail, so that you can avoid those mistakes and how to start a business with low investment.
The document discusses the role of creativity and innovation in business. It defines key terms like creativity, innovation, idea generation, and entrepreneurship. It also describes techniques for idea generation like brainstorming. Further, it discusses product development and opportunity identification processes. An example provided is of Lijjat Papad, a successful business started on a small idea by women that now employs many and generates significant revenue. Overall, the document emphasizes that new, powerful ideas are the starting point for any business and innovation is crucial for entrepreneurial success.
The document summarizes a Life Cycle Assessment (LCA) tutorial presentation. The presentation covers LCA concepts, a case study of Interface carpets, and guidance on conducting LCAs. It introduces LCA as a framework to assess environmental and human health impacts across a product's life cycle. The presentation reviews the ISO standards for LCA and walks through the key steps of goal and scope definition, inventory analysis, impact assessment, and interpretation. It also discusses how Interface used LCA to identify opportunities to reduce the environmental impact of its carpets, such as lowering nylon content. The presentation provides an overview of LCA best practices and considerations.
Treating Customers Fairly is a Strategic MatterStephenRosling
This document discusses the importance of treating customers fairly in the financial services industry. It argues that fair treatment is a benefit, not a cost, for firms. The first section outlines what fair treatment means and regulatory actions being taken globally to enforce it. Subsequent sections discuss the costs of unfair treatment through fines and loss of trust. The document then describes the services offered by TCF Matters to help firms implement fair treatment practices through assessments, program design, delivery, and ongoing support. It argues that the benefits of fair treatment include reputation, trust, and profitability. In summary, this document makes the case that fair customer treatment is essential for financial firms from both regulatory and business perspectives.
Social entrepreneurship uses business techniques to develop and implement solutions to social, cultural, and environmental issues. While a relatively new term, social entrepreneurship has existed throughout history. Some key aspects include focusing on improving economic well-being, ensuring access to healthcare, addressing issues sustainably, and fostering equity. Social entrepreneurs are mission-driven and tackle major social problems innovatively with limited resources. Effective governance, including an expert board, is important for social entrepreneurs to balance financial and social responsibilities while achieving their mission over the long term.
Top 9 procurement interview questions answersnathan51015
This document provides tips and sample answers for common interview questions for a procurement role. It addresses questions such as "Tell me about yourself", "What are your biggest strengths?", "What have you learned from mistakes?", "Why did you leave your last job?", "What is your greatest weakness?", and "What have you done to improve your knowledge?". For each question, it offers steps to formulate an effective answer, including connecting your experience to the role and providing evidence. Sample answers are provided along with links to additional resources on interview tips.
Just In Time and Lean Operation Chapter PresentationSINGHZEE
This document provides an overview of lean operations and just-in-time (JIT) manufacturing. It discusses that JIT aims to produce goods with minimum lead time and lowest cost by eliminating waste. Toyota popularized JIT techniques like reducing setup times and implementing kanban systems. Key aspects of JIT include eliminating waste, reducing variability, and improving throughput by pulling materials based on demand. JIT requires close supplier partnerships and scheduling to achieve small lot sizes and low inventories. The document outlines tactics to implement JIT principles in both manufacturing and service industries.
This Slide deck gives a quick Idea about the Business process Modelling, various block used and their meanings, AS-is Process, its To-Be process and corresponding swim lane diagram.
The document discusses the concept of lean and green manufacturing. It aims to integrate traditional lean manufacturing techniques with environmental considerations. The document outlines why lean and green is important given rising resource consumption. It also describes some key tools and techniques for lean and green manufacturing like environment value stream mapping and energy value stream mapping. A case study is presented on how a company implemented lean and green techniques to significantly reduce scrap metal. Potential areas of application and benefits are also summarized.
Fixing the Problems in Your Operations Problem-Solving MethodsSafetyChain Software
This document discusses problem solving methods for process manufacturers. It introduces a webinar on problem solving featuring two speakers: David Hicks, Vice President and Maintenance Excellence Practice Leader, and Tim Nickerson, Client Manager and Management System SME. The webinar will cover ensuring quality and compliance, maximizing throughput and yield, and optimizing labor and productivity using problem solving tools and the DMAIC methodology.
These slides cover briefly the concept of circular economy, how it aims at reducing waste to a minimum. When a product reaches the end of its life, its materials are kept within the economy wherever possible. These materials would then be productively used again and again, thereby creating further value. Circular economy has enormous benefits when compared against the traditional linear and recycling economies.
The document discusses the concept of entrepreneurship from historical and theoretical perspectives. It defines entrepreneurs as individuals who undertake risks to form new business organizations, and discusses their traits. The summary is:
1) The document traces the concept of entrepreneurship from 17th century French terms to modern economic theories, identifying entrepreneurs as risk-takers who create new economic opportunities.
2) Entrepreneurs are described as innovators who disrupt existing ways of doing business through new methods and ideas.
3) The document outlines various theories of entrepreneurship and discusses entrepreneurial traits like self-confidence, risk-taking, and ability to identify new opportunities.
Circular economy - a new paradigm in manufacutringRanjani491
The document discusses the linear "take-make-waste" model of production and consumption that has dominated the last 150 years. This linear model is unsustainable as it depletes natural resources and produces large amounts of waste. The document introduces circular economy as an alternative model that aims to eliminate waste and the use of toxic chemicals, be powered by renewable energy, and design products to be reused and recycled to keep resources in use for as long as possible. It provides examples of companies implementing circular economy principles and argues that the circular model represents significant opportunities for cost savings, risk mitigation, innovation and job creation compared to the linear economy.
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)emmanueljunio
This document discusses business models and business model innovation. It begins by defining a business model as describing how an organization creates, delivers, and captures value. It then introduces the business model canvas as a tool to systematically describe and design business models using nine building blocks. The document explains common business model patterns and provides examples. It defines business model innovation as envisioning and implementing new ways of doing business to create customer value and competitive advantage. The document outlines a four step process for business model innovation: initiation, ideation, integration, and implementation. It emphasizes that innovation often involves adapting existing business model patterns rather than completely new ideas.
This document summarizes key points from Chapter 6 of a sales textbook. It discusses:
1) The importance of sales presentations and demonstrations as pivotal exchanges between seller and buyer. Effective presentations use a consultative problem-solving approach to identify customer needs.
2) Guidelines for preparing and delivering successful sales presentations, including gathering customer information, identifying needs, preparing proposals using FAB and value-added selling, confirming sales, and ensuring satisfaction.
3) Additional tips for sales presentations, such as dressing professionally, developing rapport, involving multiple senses, listening well, and selling long-term relationships.
SOCIAL ENTREPRENEURSHIP& ITS IMPACT ON SOCIETYAkash M
This document discusses social entrepreneurship and its impacts on society. It defines social entrepreneurship as using business principles to address social, cultural, or environmental issues. Social entrepreneurs aim to promote social and environmental goals rather than being profit-centered. The document outlines the characteristics and types of social entrepreneurship, as well as its importance and impacts. It discusses how social entrepreneurship creates employment, improves health and well-being, empowers women, and supports other social causes. The document also examines the growing support system and some challenges for social entrepreneurship in India.
Ecopreneurship and social entreprenurship - business models aiming for sustai...Fredrik Björk
This document discusses the concepts of ecopreneurship and social entrepreneurship. It explores how business models can aim for sustainability and societal transition. The document outlines the history of environmentalism from the 1972 Stockholm Declaration to modern movements like Transition Towns. It defines ecopreneurs as having "Green-Green" values who vision sustainable societies. For business models to enable sustainability transitions, the document argues they must take a systemic approach balancing value, supply chains, customers and finances with dialogue and responsibility.
Summary - Circular economy course by Technical University of DelftVikas Pandey
Summary of the below 7 episodes from the course
(https://online-learning.tudelft.nl/courses/circular-economy-design-and-technology/)
Episode 1: What is the circular economy?
How can the circular economy provide solutions to the challenges our current, linear economy brings? We explore the roots of the circular economy together with experts in the fields of industrial ecology, cradle to cradle and biomimicry.
Episode 2: Business value in a circular economy
Through closed-loop supply chains and reversed logistics, new opportunities for business are created. This episode explores value creation and new business models in a circular economy.
Episode 3: Longer lasting products
The smaller the loop, the greater the profitability of the system. We look at product life extension through the eyes of designers and entrepreneurs.
Episode 4: Remanufacturing
Remanufacturing enables companies to recapture value on a product or component level. It is currently being rediscovered as a promising business opportunity. We'll explore the topic together with researchers and entrepreneurs.
Episode 5: Waste equals Food
This episode discusses how we can take inspiration from nature when redesigning the way we deal with waste. We'll present a fascinating circular case study. Can you identify opportunities for change in your own area's?
Episode 6: Thinking in systems
The shift from linear to circular should not be underestimated. This episode will discuss the extent and duration of the transition. It will also ask, is the circular economy really sustainable?
Episode 7: Giving back. Takeaways and narratives.
The thought process of the entrepreneur varies from a normal person to an extent that it functions differently. Learn about the difference, the role creativity plays, what motivates an entrepreneur and the process of transitioning from Idea to Business opportunity!
Also get an insight why business fail, so that you can avoid those mistakes and how to start a business with low investment.
The document discusses the role of creativity and innovation in business. It defines key terms like creativity, innovation, idea generation, and entrepreneurship. It also describes techniques for idea generation like brainstorming. Further, it discusses product development and opportunity identification processes. An example provided is of Lijjat Papad, a successful business started on a small idea by women that now employs many and generates significant revenue. Overall, the document emphasizes that new, powerful ideas are the starting point for any business and innovation is crucial for entrepreneurial success.
The document summarizes a Life Cycle Assessment (LCA) tutorial presentation. The presentation covers LCA concepts, a case study of Interface carpets, and guidance on conducting LCAs. It introduces LCA as a framework to assess environmental and human health impacts across a product's life cycle. The presentation reviews the ISO standards for LCA and walks through the key steps of goal and scope definition, inventory analysis, impact assessment, and interpretation. It also discusses how Interface used LCA to identify opportunities to reduce the environmental impact of its carpets, such as lowering nylon content. The presentation provides an overview of LCA best practices and considerations.
Treating Customers Fairly is a Strategic MatterStephenRosling
This document discusses the importance of treating customers fairly in the financial services industry. It argues that fair treatment is a benefit, not a cost, for firms. The first section outlines what fair treatment means and regulatory actions being taken globally to enforce it. Subsequent sections discuss the costs of unfair treatment through fines and loss of trust. The document then describes the services offered by TCF Matters to help firms implement fair treatment practices through assessments, program design, delivery, and ongoing support. It argues that the benefits of fair treatment include reputation, trust, and profitability. In summary, this document makes the case that fair customer treatment is essential for financial firms from both regulatory and business perspectives.
Social entrepreneurship uses business techniques to develop and implement solutions to social, cultural, and environmental issues. While a relatively new term, social entrepreneurship has existed throughout history. Some key aspects include focusing on improving economic well-being, ensuring access to healthcare, addressing issues sustainably, and fostering equity. Social entrepreneurs are mission-driven and tackle major social problems innovatively with limited resources. Effective governance, including an expert board, is important for social entrepreneurs to balance financial and social responsibilities while achieving their mission over the long term.
Top 9 procurement interview questions answersnathan51015
This document provides tips and sample answers for common interview questions for a procurement role. It addresses questions such as "Tell me about yourself", "What are your biggest strengths?", "What have you learned from mistakes?", "Why did you leave your last job?", "What is your greatest weakness?", and "What have you done to improve your knowledge?". For each question, it offers steps to formulate an effective answer, including connecting your experience to the role and providing evidence. Sample answers are provided along with links to additional resources on interview tips.
Just In Time and Lean Operation Chapter PresentationSINGHZEE
This document provides an overview of lean operations and just-in-time (JIT) manufacturing. It discusses that JIT aims to produce goods with minimum lead time and lowest cost by eliminating waste. Toyota popularized JIT techniques like reducing setup times and implementing kanban systems. Key aspects of JIT include eliminating waste, reducing variability, and improving throughput by pulling materials based on demand. JIT requires close supplier partnerships and scheduling to achieve small lot sizes and low inventories. The document outlines tactics to implement JIT principles in both manufacturing and service industries.
This Slide deck gives a quick Idea about the Business process Modelling, various block used and their meanings, AS-is Process, its To-Be process and corresponding swim lane diagram.
The document discusses the concept of lean and green manufacturing. It aims to integrate traditional lean manufacturing techniques with environmental considerations. The document outlines why lean and green is important given rising resource consumption. It also describes some key tools and techniques for lean and green manufacturing like environment value stream mapping and energy value stream mapping. A case study is presented on how a company implemented lean and green techniques to significantly reduce scrap metal. Potential areas of application and benefits are also summarized.
Fixing the Problems in Your Operations Problem-Solving MethodsSafetyChain Software
This document discusses problem solving methods for process manufacturers. It introduces a webinar on problem solving featuring two speakers: David Hicks, Vice President and Maintenance Excellence Practice Leader, and Tim Nickerson, Client Manager and Management System SME. The webinar will cover ensuring quality and compliance, maximizing throughput and yield, and optimizing labor and productivity using problem solving tools and the DMAIC methodology.
These slides cover briefly the concept of circular economy, how it aims at reducing waste to a minimum. When a product reaches the end of its life, its materials are kept within the economy wherever possible. These materials would then be productively used again and again, thereby creating further value. Circular economy has enormous benefits when compared against the traditional linear and recycling economies.
The document discusses the concept of entrepreneurship from historical and theoretical perspectives. It defines entrepreneurs as individuals who undertake risks to form new business organizations, and discusses their traits. The summary is:
1) The document traces the concept of entrepreneurship from 17th century French terms to modern economic theories, identifying entrepreneurs as risk-takers who create new economic opportunities.
2) Entrepreneurs are described as innovators who disrupt existing ways of doing business through new methods and ideas.
3) The document outlines various theories of entrepreneurship and discusses entrepreneurial traits like self-confidence, risk-taking, and ability to identify new opportunities.
Circular economy - a new paradigm in manufacutringRanjani491
The document discusses the linear "take-make-waste" model of production and consumption that has dominated the last 150 years. This linear model is unsustainable as it depletes natural resources and produces large amounts of waste. The document introduces circular economy as an alternative model that aims to eliminate waste and the use of toxic chemicals, be powered by renewable energy, and design products to be reused and recycled to keep resources in use for as long as possible. It provides examples of companies implementing circular economy principles and argues that the circular model represents significant opportunities for cost savings, risk mitigation, innovation and job creation compared to the linear economy.
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)emmanueljunio
This document discusses business models and business model innovation. It begins by defining a business model as describing how an organization creates, delivers, and captures value. It then introduces the business model canvas as a tool to systematically describe and design business models using nine building blocks. The document explains common business model patterns and provides examples. It defines business model innovation as envisioning and implementing new ways of doing business to create customer value and competitive advantage. The document outlines a four step process for business model innovation: initiation, ideation, integration, and implementation. It emphasizes that innovation often involves adapting existing business model patterns rather than completely new ideas.
This document summarizes key points from Chapter 6 of a sales textbook. It discusses:
1) The importance of sales presentations and demonstrations as pivotal exchanges between seller and buyer. Effective presentations use a consultative problem-solving approach to identify customer needs.
2) Guidelines for preparing and delivering successful sales presentations, including gathering customer information, identifying needs, preparing proposals using FAB and value-added selling, confirming sales, and ensuring satisfaction.
3) Additional tips for sales presentations, such as dressing professionally, developing rapport, involving multiple senses, listening well, and selling long-term relationships.
This document summarizes key lessons from a webinar on sales strategies for startups. It discusses the importance of having customers in mind when building products, collaborating with others, focusing on recurring revenue streams, leveraging sales experience through hiring or partnerships, and using social media effectively. The webinar also covered building better customer relationships through experience and feedback, understanding pricing and positioning, and knowing customers' needs. Future webinars will focus on creating partnership criteria and deal structures, finding synergies, establishing win-win partnerships, and sharing revenue. The next webinar will cover the remaining sales lessons on hiring sales teams, sharing resources, and contact information for questions.
This document discusses key components of business models including customer value, scope, pricing, revenue sources, connected activities, capabilities, implementation, and sustainability. It provides questions to evaluate each component of a business model and assess areas like customer value proposition, market segments, pricing strategy, revenue streams, organizational fit, capabilities, and barriers to imitation. The document also covers business model dynamics, strategies for blocking or changing industry rules, and how complementary assets and capabilities determine who profits from innovation.
This document discusses business model innovation (BMI). It defines BMI as reinventing a business itself by innovating two or more elements of its business model to deliver value in a new way. The document then covers the evolution of BMI principles, the relevance of BMI today to address disruption and competition, challenges companies may face with BMI like failure to scale up ideas, and provides examples of companies like Apple and Ikea that successfully applied BMI.
This chapter discusses developing an effective business model. It explains that a business concept should define the customer, value proposition, product/service, and distribution channel. Developing a distribution strategy is also important. The business model describes how value will be created and competitive advantage achieved. Key factors in building a business model are identifying revenue streams, cost drivers, capital needs, and critical success factors. The model may need to change by expanding, revitalizing, or reinventing over time.
The document provides an overview of business models. It defines a business model as a company's plan for how it creates and delivers value to customers in order to earn a profit. The document outlines several common elements of business models, including who the customer segment is, what products/services are provided, how revenue is generated, and how the company differentiates itself. It also discusses various types of business models such as multi-component systems, advertising models, and time models. Overall, the document aims to explain the key components of business models and how they can be used by companies to compete in the marketplace.
This document provides an overview of a seminar on setting up distributor networks. The seminar will teach a 10-step process for setting up distributors, from selection to evaluation. It will provide templates and examples from other companies' successes and failures. Attendees will learn how to find the right distributors, set them up for success, provide sales support and monitor performance. The seminar is aimed at managers involved in sales, marketing and distribution. Case studies will cover various industries.
This document provides an overview of a seminar on setting up distributor networks. The seminar will teach a 10-step process for setting up distributors, from selection to evaluation. It will provide templates and examples from other companies. Attendees will learn how to find the right distributors, set them up for success, and put sales support systems in place to monitor performance. The seminar is aimed at managers who oversee sales, marketing, and distribution. Case studies will cover various industries.
1) Business model innovation broadens the scope of innovation beyond just products, services, and technology by focusing on rethinking how a company creates, delivers, and captures value.
2) A business model consists of who a company's customers are, what products/services are provided, how value is delivered and the company makes money. Each component presents an opportunity for innovation.
3) Companies can innovate their business model by inventing new models or evolving existing ones, challenging orthodoxies in each business model component, and leveraging changes in the external environment.
This document provides an overview of the course "Entrepreneurship and Business Venturing" for MBA students. The course covers 5 units: introduction to entrepreneurship, business planning process, crafting business models and lean startups, business venturing, and entrepreneurship development. Key topics covered include business models, value propositions, value innovation, lean management, and startups. The document defines business models and their key ingredients. It also explains the concepts of value propositions, designing value propositions, value innovation, business model canvas, lean startups, and business pitching.
Strategy Leaders: Implementing the Business Model Generation CanvasAli Zeeshan
This document summarizes a webinar on implementing the Business Model Generation Canvas. It provides information on the presenter, Carlos Guevara, and his background. It then gives an overview of the webinar content which will cover what a business model is, examples of business models like Xerox and Google, an introduction to the Business Model Canvas tool consisting of 9 building blocks, and how innovative business models are needed to bring new technologies to market or create new markets. The webinar slides and audio will be available for attendees after the event.
Brochure for Michael Leander's B2B Marketing Workshop in Singapore 15-16 January 2015.
This Masterclass is specifically designed for B2B marketers wishing to streamline marketing activities targeted a B2B audience.
Why are alliance sales so misunderstood? After all they represent a dramatically lower cost of sale than other alternatives? Is it because they involve joint value creation? make up your own mind by reading this simple presentation.
This document provides an overview of a workshop on customer-centric operating models held by IQbusiness, a South African management consulting firm. It begins with introductions to IQbusiness and an explanation of operating models. It then guides participants through an exercise using Lego blocks to model their organization's current and ideal future operating models from a customer-centric perspective. The document discusses traditional principles that are product-focused versus customer-centric principles. It provides a framework that shows how organizations can evolve from being product-centric to fully customer-centric. The workshop concludes with opportunities for discussion and contact information for the facilitators.
The document outlines the key elements of an e-commerce business model, including value proposition, revenue model, market opportunity, competitive environment, competitive advantage, market strategy, organizational development, and management team. It discusses each element in 1-2 pages, defining the element and providing examples. For example, it states that value proposition answers why customers should buy from a company and lists examples like low price, quick delivery, and product quality. The document was prepared by Shoaib Khalid to explain the essential components of a successful e-commerce business model.
The document discusses business models and their importance for entrepreneurs. It describes two categories of business models - standard and disruptive. Standard models include franchising, freemium, and subscription models. Disruptive models introduced new approaches like direct-to-consumer computer sales and ridesharing apps. The document also presents the Barringer/Ireland Business Model Template that breaks a model into core strategy, resources, financials, and operations to help entrepreneurs develop their own model.
Similar to Inclusive business model principles - Session 4 (20)
Agenda of the 5th NENA Soil Partnership meetingFAO
The Fifth meeting of the Near East and North African (NENA) Soil Partnership will take place from 1-2 April 2019 in Cairo, Egypt. The objectives of the meeting are to consolidate the NENA Soil Partnership, review the work plan, organize activities to establish National Soil Information Systems, agree to launch a Regional Soil Laboratory for NENA, and strengthen networking. The meeting agenda includes discussions on soil information systems, a soil laboratory network, and implementing the Voluntary Guidelines for Sustainable Soil Management. The performance of the NENA Soil Partnership will also be assessed and future strategies developed.
This document summarizes the proceedings of the first meeting of the Global Soil Laboratory Network (GLOSOLAN). GLOSOLAN was established to harmonize soil analysis methods and strengthen the performance of laboratories through standardized protocols. The meeting discussed the role of National Reference Laboratories in promoting harmonization, and how GLOSOLAN is structured with regional networks feeding into the global network. Progress made in 2018 included registering over 200 laboratories, assessing capacities and needs, and establishing regional networks. The work plan for 2019 includes further developing regional networks, standard methods, a best practice manual, and the first global proficiency testing. The document concludes by outlining next steps to launch the regional network for North Africa and the Near East.
How to Manage Reception Report in Odoo 17Celine George
A business may deal with both sales and purchases occasionally. They buy things from vendors and then sell them to their customers. Such dealings can be confusing at times. Because multiple clients may inquire about the same product at the same time, after purchasing those products, customers must be assigned to them. Odoo has a tool called Reception Report that can be used to complete this assignment. By enabling this, a reception report comes automatically after confirming a receipt, from which we can assign products to orders.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
2. Inclusive business models
2
IBM principles
Session 4
Inclusive business model principles
1. Is the business model inclusive?
2. Is the business model competitive?
3. Inclusive business models
3
IBM principles
Session 4
Inclusive business model principles
Trade-offs have to be made to:
1. Include small, inexperienced actors
2. Generate profits and grow
5. Inclusive business models
5
IBM principles
Session 4
1. Inclusion of actors
• What actors are included?
• What experience and knowledge of actors does the BM
use?
6. Inclusive business models
6
IBM principles
Session 4
2. Inclusion of diverse market outlets
• What type of business linkage has been established
between actors?
• Does the business model encourage small actors to
find a range of market outlets or does it increase
dependency on one buyer?
7. Inclusive business models
7
IBM principles
Session 4
3. Inclusion of partners
• With what type of partners does the BM work?
• Do any of the partners dominate the business model?
Or is there shared decision-making?
9. Inclusive business models
9
IBM principles
Session 4
4. Managing business strategically
• Does the BM encourage efficiency (e.g. quality, timely
delivery, payments)? How?
• Do the actors involved earn enough?
10. Inclusive business models
10
IBM principles
Session 4
5. Business-to-business collaboration
• In what way do the main actors in the BM collaborate?
• Are there mechanisms aimed at improving collaboration
between buyers and sellers?
11. Inclusive business models
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IBM principles
Session 4
6. Responding to customer needs
• Do the main actors have the business and technical
skills to respond to customers’ needs?
• Does the business model or partners support capacity
building for responding to customers’ needs?
12. Inclusive business models
12
IBM principles
Session 4
Questionnaire for assessing IBM principles
• This tool provides a visual
representation of the
business model based on
the IBM principles.
• Steps:
1. Pose indicated
questions to
producers and
buyers
2. Compare answers
and gain an overall
idea of the
business model
3. Identify areas of
improvement
IBM Principles
tool
Editor's Notes
This session introduces principles to be used as reference to analyse diverse types of business models. Trade-offs sometimes have to be made if a business model that is inclusive of smaller, inexperienced actors is expected to generate profits and grow. The principles presented in this session allow for analysis on the inclusiveness and competitiveness of a business model, bringing these trade-offs to the surface for more informed decisions.
Outputs
Participants will be able to:
Understand that there are tradeoffs between inclusiveness and competitiveness.
Analyze business models based on their degree of inclusiveness and competitiveness.
Reflect on how there is no standard ideal business model. Each business has to adapt to specific circumstances, but there are some characteristics that make business models more inclusive and competitive.
The inclusive and competitive principles provide a framework to analyse business models using two sets of principles.
The ‘inclusive’ and ‘business’ elements of an ‘inclusive business model’ can be competing forces.
The ‘inclusive’ element of a business model relates to the constraints of linking smallholders and vulnerable groups to buyers.
The ‘business’ element relates to an enterprise’s way of doing business and its viability. The inclusive and competitive principles provide a framework to analyse business models and reflect on how they could be improved.
The inclusive and business elements of an IBM can be competing forces. The “inclusive” element of a business model relates to the constraints of linking smallholders and vulnerable groups to buyers. The business” element relates to an enterprise’s way of doing business and its viability.
Trade-offs sometimes have to be made if a business model, inclusive of smaller inexperienced actors, is expected to generate profits and grow. The business element needs business thinking and tools to be mainstreamed to strengthen the competitiveness of business models.
Models driven solely by either the public or private sector can result in poorly coordinated markets if there is little private sector involvement or further market exclusion for vulnerable groups if the public sector is not involved.
The principles described below guide actors in designing or implementing the upgrading of smallholder-based business models so that they result in competitive models and, at the same time, contribute to poverty reduction and food security.
The inclusive and business elements of an ‘inclusive business model’ can be competing forces.
The ‘inclusive’ element of a business model relates to the constraints of linking smallholders and vulnerable groups to buyers.
The ‘business’ element relates to an enterprise’s way of doing business and its viability.
The ‘business’ element requires that business thinking is mainstreamed and that support is focused on strengthening the competitiveness of a business model. But promoting competitive business models alone cannot be depended upon to reduce poverty as overreliance on the private sector may result in poorly coordinated markets and further exclusion of marginalized group
Trade-offs sometimes have to be made if a business model, that is inclusive of smaller inexperienced actors, is expected to generate profits and grow.
The inclusive principles contain a series of questions to analyze how inclusive a business model is.
WHAT PRINCIPLES MAKE A BUSINESS MODEL INCLUSIVE?
Inclusion of existing value chain actors
Activities should, as far as possible, avoid being over-interventionist in the chain and instead tap into existing business linkages and knowledge of value chain actors that have already built up relationships with each other. Intentionally excluding existing actors, such as traders, transporters, SMEs, village agents and wholesalers that perform an essential economic role in a business model could unduly undermine local market dynamics and adversely impact on the overall competitiveness of a chain.
Farmer organizations can be encouraged to take on the roles of other value chain actors such as traders or agroprocessors, but only when they already excel at their core functions of providing essential services to members, are equipped with a competitive advantage and have the appropriate skills to compete in an additional part of the chain.
To demonstrate project results or accelerate progress, NGOs and project teams may also sometimes take over value chain activities. An NGO, for instance, might negotiate contract terms with a buyer rather than providing the mentoring to a farmer organization to carry out this function.
Interventions should therefore build on the knowledge of existing actors and include them in inclusive market development by bringing in partners to address their challenges in procuring or providing services to smallholders.
Inclusion of less endowed actors
Inception interventions should target the participation of the most committed and capable farmers to give the business model the best chance of success. The section on good practice guidance tips (second subheading) refers. As the model progresses and best practices and lessons are learned, opportunities can be made available to actors with fewer assets, such as youth, women and minority groups.
Inclusion of diverse market outlets
Building up a long-term relationship with a buyer is good practice since smallholders can consolidate their experience and confidence by working with a demanding buyer while also benefiting from the provision of inputs and services. However, as more smallholder suppliers are integrated into the business model, the learning gained should also eventually allow for the identification of additional market outlets and the dissemination of upgraded skills to the rest of the sector.
Another alternative is to allow farmers to continue to sell part of their produce to traditional markets, which is a good practice often adopted in contract farming schemes. It allows farmers to avail of extra services and a regular buyer with the option of taking advantage of higher local market prices.
Inclusion of right partner mix
Smallholder-based business models typically have a main driver as described in Chapter 2. These models are producer driven, buyer driven, public sector driven or intermediary driven. Overdominance of any of these actors in the chain can affect either the inclusiveness of the business model or its competitiveness. For example, if the business model is dominated by an NGO, the poverty dimension may compromise
the viability of the model. Alternatively, a model dominated by the buyer, under a contract farming scheme for example, may ignore local poverty-related concerns or food security. It is therefore important that appropriate space be allocated to partners that may not be driving the model but can provide complementary services and advice. Box 4 gives criteria for improving inclusiveness in a business model.
Are actors already active in the Business Model?
Do actors perform activities that they have the skills and capacities for perform? For example, are FOs encouraged to process when they don’t have the proper capacities or equipment to do it?
Is there any actor who is excluded? E.g. traders, FOs, financial institutions.
IBMs should, as much as possible, tap-into existing business linkages and knowledge of value chain actors that have already built up relationships with one another. Excluding existing actors such as traders, transporters, SME’s, village agents and wholesalers that perform an economic activity within a business model should be avoided.
Criteria for inclusive business models
An IBM:
provides a living wage for vulnerable groups, such as smallholder groups, small enterprises, women- and youth-run enterprises, while also enabling buyers to profit;
uses flexible trading arrangements that make it easier for smallholders or MSEs to supply a buyer, such as cash on delivery, accepting small consignments, providing reliable and regular orders;
supports farmers and small enterprises to establish a stronger negotiation position through skills development, collective bargaining and access to market information and financial services;
builds on the skills and expertise of existing market players, including traders and processors, and promotes value chain collaboration, transparency in pricing mechanisms, and risk sharing;
is scalable in the medium-term so that the numbers of small actors involved can be increased and/or the type of business model can be replicated in other value chains or parts of the sector;
allows for diversified income streams in the long term to enable the dissemination of upgraded skills to the rest of the sector, avoiding overdependence on any single buyer or market outlet.
Over dependence by small actors on one market outlet should be avoided in the long-term. Building up a long-term relationship with a buyer is good practice, but the learning gained should be used to seek out additional market outlets and buyers.
It is important that the appropriate space is allocated to partners that may not be driving the model but that can provide complimentary services and advice
Competitive models take advantage of the expertise of a wide range of partners.
These principles allow for evaluating whether or not a model promotes competitiveness and is sustainable over time.
WHAT PRINCIPLES MAKE A BUSINESS MODEL COMPETITIVE?
Managing a business model strategically
The managers of both farmer organizations and buyers need to be equipped with a core set of agribusiness strategic management skills, such as marketing, finance, logistics, food safety and standards, storage and inventory management. Value chain projects typically provide capacity building for farmer organizations and SMEs in some or all of these areas. However, building up this expertise takes time, and it is unlikely that a small enterprise will have the in-house staff expertise to cover all these technical areas. If these core management skills do not exist within an enterprise or farmer organization, they will need to be outsourced to local business service providers and consulting firms.
Business-to-business coordination
There is a range of exchanges of produce, information and finance between a seller and a buyer that require continuous consultation. However, decisions are often unwittingly taken with little coordination, resulting in rejection of produce, wasted journeys, side-selling19 and conflicts over prices and volumes, among others. More attention to the interdependence of decisions can lead to an improvement in business-to-business coordination and the upgrading of respective business models.
Developing good business relationships can take time, and requires regular communication to address problems and misunderstandings.
Responding to customers’ needs
To be competitive, business models need to respond to customers’ needs. Farmer organizations, NGOs and buyers advising smallholders have to understand the attributes of the product that is most valued by the end consumer, such as quality, quantity, delivery schedules and location. For instance, with a staple commodity such as maize, a food aid programme may prefer yellow maize because of its higher nutritional content. On the other hand, white maize is more in demand by local retail markets, ironically because of the food aid stigma attached to yellow maize.
Such market insights need to be recognized and communicated to representatives of farmer groups and farmers themselves.
The managers of both farmer organizations and buyers need to be equipped with a core set of agribusiness strategic management skills, for instance, marketing, finance, logistics, food safety and standards, storage and inventory management. If these core management skills do not exist within an enterprise or farmer organization, they can be outsourced to local business service providers and consulting firms.
There are a number of exchanges of products, information and finance between a seller and a buyer which require continuous consultation. A competitive business has mechanisms to ensure continuous dialogue and coordination between actors.
To be competitive, business models need to respond to end-customers’ needs. Farmer organizations, NGOs and buyers need to understand the attributes of the product that are most valued by the end consumer, such as quantity, delivery schedules and location.
It may be useful to present the accompanying questionnaire created to assess the IBM Principles. It provides a visual representation of a particular business model based on the IBM principles. In practice, the questions are posed to both producers and buyers, after which results are compared and plotted on a spider-like diagram. Participants of the IBM training could be invited to see how the tool functions and how it can be applied to their own work in linking small value chain actors to buyers.
Wrap-up the discussion observing that there is no ideal business model and that each organization has their own way of carrying out business influenced by the product they handle, the productive resources available, the business environment and the history of the company. Also note that it is hard for a business model to excel in all the principles. However, there are some characteristics that make business models more inclusive and competitive that could be promoted.